project lifecycle section 3 project stakeholders
TRANSCRIPT
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Project Lifecycle
Section 3
Project Stakeholders
Project Management Process
Initiation Planning
Execution Controls
Closeout
Source: PMBOK
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Project Stakeholders
What is a project stakeholder?If you can gain or lose from the
success or failure of a project, you have a “stake” in the project.
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Key Project StakeholdersCustomer/clientProject sponsorProject managerProject team
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Customer/Client Provide a point of contact Fulfill responsibilities outlined in the statement
of work Approve:
Measurable success indicators, deliverables, budget, schedule
Use of customer resources Changes Closing
Share lessons learned
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Project Sponsor Identify:
Reason for the project Expected outcome Success measures Time frames
Help: Obtain resources Remove barriers
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In Addition the Project Sponsor… Clarify any role or responsibility issues Ensure that progress reviews occur after the
schedule is finalized Review the project team’s monthly report Keep the team focused on implementing the
project management process Participate in the project close-out Support the project manager
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Project Manager Define and manage
customer expectations. Coordinate development
of the project plan. Monitor and control
project work according to the approved plan.
Communicate project status by preparing status reports and conducting progress review meetings.
Establish and follow a change management process.
Lead the project team and resolve conflicts between team members.
Maintain the project notebook.
Conducting project close-out activities.
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Project Manager Skills Leadership Communications Organizing Negotiating Managing conflict Motivating Controlling
Team building Planning Directing Problem solving Coaching Delegating Supporting
The skill set for a good general manager!!The skill set for a good general manager!!
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Project Team Members Identify work tasks Estimate the duration of
work tasks Help prepare the project
network diagram Honestly report work
status Keep the project
manager informed on project issues
Attend scheduled progress review meetings
Raise issues important to the project’s success
Keep their functional managers updated
Participate in the project close-out
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Other Project StakeholdersSenior
management Internal cross-
functional organizations
External third-party suppliers
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Senior Management “Champion”
implementation of PM process
Assign project manager Approve project
plan/changes Provide resources Lead continuous
improvement efforts
Establish priorities among projects
Provide methods for performing work
Approve close-out of project
Help resolve issues and conflict
Support the project manager
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Internal Cross-Functional OrganizationProvide necessary resources for the
project.Manage any work elements, or sub-
projects that have been assigned to the functional group.
Interface with the project manager to be sure all the work is done as planned.
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External SuppliersProvide the deliverables, products,
and/or services contracted for.Prepare status reports and attend
review meetings as required.Meet all contractual commitments
according to terms and conditions agreed upon.
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ShareLessonsLearned
EvaluateSuccess
ConductClose-Out
Meeting
Roadmap to P rojec t M anagement Suc c ess
FormProject Team
Statementof W orkPurpose
Project Background
Project Deliverables
WorkBreakdown
Structure
ResponsibilityMatrix
R A
A
SS
R
Netw ork Gantt ResourcePlan
UpdatePlan
ResolveIssues
M anageChange
TrackProgress
PerformTasks
Budget
TIME
LEADERSHIP
COMMUNICATION
PR
OJE
CT N
OTEB O O KMEETIN
GS
REPOR
TS
LE
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ONS LEARNED
P L A N
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FormProject Team
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The Project Team
Team selection and the strength of the Team selection and the strength of the team depends on the company’steam depends on the company’s
type of Project Organization!type of Project Organization!
How are project teams formed?
Luck of the draw?
Careful selection process?
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Organizations and Project Management
Matrix Project Characteristics Functional
Weak Balanced Strong Projectized
Project Manager’s Authority
Little or None Limited Low to Moderate Moderate to High High to Almost
Total
Percent of Organization’s Personnel Assigned Full Time to Project Work
Virtually None 0% – 25% 15% – 60% 50% – 95% 85% – 100%
Project Manager’s Role
Part-time Part-time Full-time Full-time Full-time
Common Titles for Project Manager’s Role
Project Coordinator/Project
Leader
Project Coordinator/Project
Leader
Project Manager/Project
Officer
Project Manager/Program
Manager
Project Manager/Program
Manager
Project Management Administrative Staff
Part-time Part-time Part-time Full-time Full-time
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Organizational Breakdown Structure (OBS)
C ivilEngineering
ElectricalEngineering
H VACD esign
ProjectAdm inistration
ProjectM anager
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Project Lifecycle
Section 4 - Planning
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ShareLessonsLearned
EvaluateSuccess
ConductClose-Out
Meeting
Roadmap to P rojec t M anagement Suc c ess
FormProject Team
Statementof W orkPurpose
Project Background
Project Deliverables
WorkBreakdown
Structure
ResponsibilityMatrix
R A
A
SS
R
Netw ork Gantt ResourcePlan
UpdatePlan
ResolveIssues
M anageChange
TrackProgress
PerformTasks
Budget
TIME
LEADERSHIP
COMMUNICATION
PR
OJE
CT N
OTEB O O KMEETIN
GS
REPOR
TS
LE
SS
ONS LEARNED
P L A N
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Statem entof W orkPurpose
P ro ject B a ckg ro un d
Pro ject De liverables
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Why Plan?
“The nicest thing about not planning is that failure comes as a complete surprise and is not preceded by a period of worry and depression.”
John Preston, Boston College
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Project Plan Contents Statement of work
(SOW) Work breakdown
structures (WBS) Responsibility
assignment matrices Project schedule Resource
plans/histograms Budget
Risk management plan Communications plan Quality plan Verification and
validation plan
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Project Plan Benefits Provides an effective communication tool to
ensure understanding of project goals and the means to achieve them
Defines outcomes and commitments Establishes guidelines and standards Establishes the baseline for evaluating and
reporting progress Forms the basis for scope control and change
management
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Project Notebook Project Pre-plan
Background information Customer data Third-party data (vendors, suppliers,
etc.) Project Plan
Statement of Work (SOW) Work Breakdown Structure (WBS) Organization/responsibility charts Schedule data Budget/capital plan Risk management
Project Implementation Meetings (agenda/minutes) Team/management/customer/third
party progress reports Customer change requests/decision
matrix issue resolution forms/reports
Project Close-out Final evaluation of measurable
success indicators Close-out meeting
(agenda/minutes) Final project report Reference letters Lessons learned
Project Administration Contractual documents Invoices Expenses Correspondence Contact log
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Statement of Work — PurposeDefine the scope of the projectEstablish customer expectationsServe as a “contract” if necessary
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A Good SOW will answer …What is the purpose or goal of the
project?Why is the project being done?Who is the initial customer?Who is the end user or final customer?What are the customer deliverables?What technical support is required for
the deliverables?
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And continue to answer …What is the budget?What is the final date for the
deliverables?What are the measurable success
indicators (metrics)?What kind of support is required from
the customer?What contingency plans are in place?
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SOW — Generic Contents Customer Project Title Purpose Background Deliverables Measurable success indicators Customer support Risk plans
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Statement of Work - Page 1
STATEMENT OF WORK
Date: Immediate Customer:
Contributors: Final End User:
PROJECT TITLE:
PURPOSE:The purpose of the project is the goal; why you are doing the project. This should be clearly stated.
The project title should be a short, concise statement that defines the project.
Form completion datePerson or organization
requesting the work
Person or organization who will use the results of the project
People who helped write the statement of work
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PROJECT BACKGROUND:The project background should contain information pertaining to the history of the project. It also includes a statement that justifies the project.
For a first draft, brief statements are acceptable. Formal statements of work are usually in paragraph form.
Supply information that explains the philosophy behind the project. Also describe what makes the project unique/special.
This information can be used later to:– Leverage resources– Gain support from external
organizations/departmentsMany of the statements made in the background section must be substantiated in the measurable success indicators section of the statement of work.
The project background includes the following key elements: History Justification
Some examples on the type of information to include in the project background section include:
Meet safety requirements Support business plan Meet quality requirements Meet customer expectations Improve performance/efficiency
– Accommodate management directives– Accommodate changes
Consequences Uniqueness of project
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DELIVERABLES:
Deliverables are the outputs of the project. They are what is promised to the customer.
Deliverables are written as nouns. They are things. Quantities must be identified in this section. Include the major elements of the deliverables.
It is important to be very clear in the deliverables section. Misinterpretation of project deliverables can establish incorrect customer expectations.
The following are examples of deliverables: Parts Prototypes Procedures Equipment Installation of equipment Written reports
Test results Training Specifications Technical drawings Plans
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STATEMENT OF WORK (Page 2)
MEASURABLE SUCCESS INDICATORS:Measurable success indicators include concise, measurable, information that will be used to determine if a project was successful. Measurable success indicators must substantiate any statements made in the background section.
Include what is known about quality, cost, and schedule expectations.
Examples of measurable success indicators include: Complete project in three months Reduce mass by 30% Complete ROI for initial expenditure by Nov. 30, 20xx Achieved $1.00 reduction in piece cost Demonstrate meeting of EPA Standard # xxxx New process will require two fewer operators Stay within budget of $275,000.00
Two specific measurable success indicators which are most important in terms of seeing the “big picture” of a project are:
Overall schedule Budget
It’s also important to note any key milestone dates that have been established.“SMART” is an acronym used to help write good measurable success indicators for a project. The words which comprise the acronym SMART are:
Specific Measurable Agreed upon
Realistic Time (cost) framed
QualityQuality
Cost
CostSch
edule
Sched
ule
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Smart Measurable Success Indicators (SMART)
S - Specific
M - Measurable
A - Agreed upon
R - Realistic
T - Time and cost framed
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PROJECT RISK PLANS:
The customer support area provides a means to list the items and services that must be provided by the customer/sponsor to ensure the success of the project. Examples include:
Drawings Subject matter experts Equipment
CUSTOMER SUPPORT:
The last section of the statement of work is the risk plan. Risk plans consider the possibility of an event occurring that would drastically alter the schedule, budget, or quality of the project.
Identify what is likely to go wrong, and also what can have the most impact. Ask “What can go wrong?” “How will I handle it?” Put your statements in “If ______, then ______.” format
Examples of risk plans are:
If a labor strike occurs, then outsource production. If supplier cannot ship materials in time, then contact another vendor. If design freeze date is not maintained, then use current product design.
Computer time Photocopying Phone/secretarial support
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Language to Avoid “User friendly” “Efficient” “Maximize” “Optimize” “User oriented” “Minimize” “Timely” “Approximately”
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Misinterpretations are caused by:Unclear or ambiguous specifications Insufficient work descriptionsNo definitions of specific terminologyNo formal review of the Statement of
WorkNot having an “objective” third party
involved in the review process
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Exercise
Prepare a Statement of WorkPrepare a Statement of Work
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ShareLessonsLearned
EvaluateSuccess
ConductClose-Out
Meeting
Roadmap to P rojec t M anagement Suc c ess
FormProject Team
Statementof W orkPurpose
Project Background
Project Deliverables
WorkBreakdown
Structure
ResponsibilityMatrix
R A
A
SS
R
Netw ork Gantt ResourcePlan
UpdatePlan
ResolveIssues
M anageChange
TrackProgress
PerformTasks
Budget
TIME
LEADERSHIP
COMMUNICATION
PR
OJE
CT N
OTEB O O KMEETIN
GS
REPOR
TS
LE
SS
ONS LEARNED
P L A N
IM P L
NT
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WorkBreakdownStructure
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Work Breakdown Structure—Purpose Identify all of the work that needs to be
done to complete the project.Structure the work into logical
components and subcomponents.Define the work to a level of detail so
individual responsibilities can be assigned.
Summarize and report project data.
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Representative Work Breakdown Structure
T A S K(W O R K P A C K A G E )
A C T IV IT Y
T A S K(W O R K P A C K A G E )
A C T IV IT Y
D E L IV E R A B LE P H A S E F U N C T IO N "C H U N K " O FW O R K
P R O JE C TM A N A G E M E N T
T IT L E
Level IV(Action Verbs)
Level I(Noun)
Level II(Noun)
Level III(Action Verbs)
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Automotive WBS
C h a ss is B o dy
B lo ck
D e s ign
B u ild
T e s t
P is to ns O il P an
E n g ine T ra n sm iss ion
P o w e rtra in E le c trica l
B u ild ing a C ar Level 1
Level 2
Level 3
Level 4
Level 5
Work Packages
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WBS Work Package – Level of Detail WHOWHO will be the responsible individual
or organization?How much TIMETIME will the activity take?What COST is associated with
accomplishing the activity?Can PROGRESS be tracked easily?
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WBS — Outlining ApproachI. Main Project Deliverable
A. Major Element1. Activity2. Activity
a. taskb. taskc. task
3. ActivityB. Major Element
1. Activity2. Activity
Level 4Level 4
Level 1Level 1
Level 2Level 2
Level 3Level 3
Level 2Level 2
Level 3Level 3
Level 3Level 3
3-4-10
The outline approach is
used by Microsoft®
Project®
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Exercise
Create a WBSCreate a WBS